Dependable Canadian-made apparel

for those who appreciate fresh lines, heavy drums and old poetry. 


the artist

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In 2016 I learned to screen print in my college dorm room. I loved it, I've created art my entire life, but this was a new exciting medium to explore. As I worked more with clothing, I inevitably learned more about how incredibly destructive the fashion industry is.

I sourced from local suppliers and only used natural textiles. Still, I felt it was counterproductive to create a "sustainable clothing company" when it's more environmentally beneficial for new apparel to never exist in the first place. The world doesn't need any more clothing. But with that being said, the demand for new clothing isn't going away.

Our founding belief is that every dollar spent is a vote cast enabling or condemning the change we wish to see in the world. 

By donating 100% of proceeds, we create a purpose for the apparel to exist while also providing an opportunity for shoppers to exercise their purchasing power positively in a way that benefits you, a deserving organization and in turn, the world. All without skimping on the quality of how it's made and what it's made of. 


Buy What You Believe In.


Acting environmentally friendly is a privilege. Unfortunately, not everyone can afford solar panels or an electric car. Still, some actions are much more accessible and equally impactful— like being a conscious consumer and supporting businesses that align with your values. We believe in the significance of every economic decision, the demand it generates and the persuasion it holds. That’s why we donate 100% of profits to a range of local causes to accentuate how impactful every purchase truly is. 


Business Philosophy

Short Essay 
3 min read

Life is full of opportunities. Opportunities that seem unspecial and momentary eventually culminate to create something much more significant. Our business philosophy is this; We can protect our natural world, but only if we want to. 

In 2017 The Carbon Disclosure Project released a study on global emissions, claiming that 100 corporations are responsible for over 71% of emissions, although some readers found contention over the article. In the study, "Downstream" emissions, which occur from the use of sold products, are attributed to the producing company, not the consumer. As a result, some readers believe that responsibility entirely falls on those producing the goods to operate as ethically and sustainably as possible. In contrast, others argue that the consumers using and generating the demand for said products should also be accountable.

"The most significant change in marketing in recent years has been the power shift from brands to consumers." (CNBC) Thanks to social media, shoppers—not retailers—are now becoming the critical influencers over what their peers buy. Not only is social media making shoppers more powerful, but it's also making them more influential. Today, shoppers have a huge advantage over the businesses they buy from; we call that 'consumer power.' Consumer power is similar to purchasing power but additionally considers the demand and social influence generated from every purchase. In other words, it supports the idea that every purchase is significant and every dollar spent is, realistically, a vote cast to enable or condemn exploitative industry standards. However, the most challenging part of solving any issue is bridging the gap between knowledge and action. This obstacle has been observed over various complicated problems and is not exclusive to social issues. 

Each year, businesses spend billions of dollars on management consulting and seeking advice. But oddly enough, the recommendations the firms paid for are seldom implemented. A 2000 Harvard business study, conducted by Jeffrey Pfeffer and Robert I. Sutton, Professors of organizational behaviour, sought to find the answer to, what they titled, the 'Knowledge-Doing Gap.' The team discovered that each year over $60 billion is spent on management training by organizations. However, much of the basis for this training is on knowledge and principles fundamentally timeless-unchanged or unchanging. Nevertheless, often the exercise repeats regardless of the content, delivery, or repetition frequency. Here's another example of two managerial consultants from a leading firm working on a large electrical utility project facing deregulation in Latin America. They soon discovered that management already had a four-year-old 500-page document with extensive plans and recommendations produced by a different consulting firm. (The Knowledge-Doing Gap, Jeffrey Pfeffer and Robert I. Sutton) 

There is no easy answer in explaining why this occurs or proper suggestions for fixing it. (Often, experts attribute it to individual circumstances.) Still, it's agreed upon that it's less important to understand the reasoning behind each case and much more beneficial and valuable to the organization to identify the gaps in the first place. One of Pfeffer and Sutton's main recommendations is to engage more frequently in thoughtful action. Spend less time contemplating and talking about problems. Even if you fail, taking action will generate experience from which you can learn and grow. Imperfect action is always better than perfect inaction.

"The difference a tiny improvement can make over time is astounding. Here's how the math works out. If you can get 1 percent better each day for one year, you'll end up thirty-seven times better by the time you're finished. Conversely, If you get 1 percent worse each day for one year, you'll decline nearly down to zero. What starts as a small win or minor setback accumulates into something much more." - (James Clear, Atomic Habits)


Through the power of our purchases regarding the demand it generates and the persuasion it holds, we believe consumers can effectively combat exploitive and destructive industry standards by bridging the knowledge-doing gap through a conscious shift in everyday decisions. Decisions that seem unspecial and momentary but ultimately contribute to something much more significant.